Not-for-profit senior leaders workshop

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This is the agenda for Phase 1
Phase 1
This is the agenda for Day 1
Day 1 May 30, 2017 (Toronto) | October 12, 2017 (Vancouver)
8:00 – 8:30
Registration and Continental breakfast

8:30 - 9:25
Workshop orientation

9:30 - 10:50
Group formation and concurrent sessions

Participants will be divided into two groups, and groups will alternate between sessions for the workshops

Group 1
Identify what and where you are strategically

• Acknowledging what has made you successful
• Assessing how the success model is holding up
• Conducting a comprehensive situation assessment
• Defining your destination (critical mission, vision, values, value proposition)

Group 2
Leadership inventory assessment

• DiSC® review – leadership inventory of what you have and what you don’t
• What does it mean for strategy – what can you use as leverage, and what should you avoid doing? Are you the leader you need to be? Situational leadership.
• Taking inventory – your influence level with your team, your executive, your Board, other stakeholders. The weak links, the relationships that need help - who will be your allies and who will not?
• What’s your worldview? Your biases? How are they getting in your way?
• Turning constraints into opportunities – thought model.

10:55 - 12:15
Concurrent sessions – group switch

Group 1
Leadership inventory assessment

• DiSC® review – leadership inventory of what you have and what you don’t
• What does it mean for strategy – what can you use as leverage, and what should you avoid doing? Are you the leader you need to be? Situational leadership.
• Taking inventory – your influence level with your team, your executive, your Board, other stakeholders. The weak links, the relationships that need help - who will be your allies and who will not?
• What’s your worldview? Your biases? How are they getting in your way?
• Turning constraints into opportunities – thought model.

Group 2
Identify what and where you are strategically

• Acknowledging what has made you successful
• Assessing how the success model is holding up
• Conducting a comprehensive situation assessment
• Defining your destination (critical mission, vision, values, value proposition)

12:15 - 1:15
Lunch

1:15 - 2:30
Concurrent sessions

Group 1
Strategically speaking, what do you want to become?

• Establishing clarity on the critical mission and vision
• Value proposition: a closer look
• Determining key strategic decision criteria: the decision matrix
• Using the Offerings-Market matrix

Group 2
Leading Change: Agile intelligence

• Emotional Intelligence – know what to use, when and with who. Be strategic in your EQ. How do you communicate what to who? Are you successful? What are you modelling as a leader?
• Communication plan for strategy – what to consider.
• Cultural audit – is your organizational culture ready and equipped for your strategy?
• Where are your skill sets, your gaps in your organization? How well do you know your people and what they are capable of? Where are your landmines?

2:30 - 2:45
Break

2:45 - 4:00
Concurrent sessions – group switch

Group 1
Leading Change: Agile intelligence

• Emotional Intelligence – know what to use, when and with who. Be strategic in your EQ. How do you communicate what to who? Are you successful? What are you modelling as a leader?
• Communication plan for strategy – what to consider.
• Cultural audit – is your organizational culture ready and equipped for your strategy?
• Where are your skill sets, your gaps in your organization? How well do you know your people and what they are capable of? Where are your landmines?

Group 2
Strategically speaking, what do you want to become?

• Establishing clarity on the critical mission and vision
• Value proposition: a closer look
• Determining key strategic decision criteria: the decision matrix
• Using the Offerings-Market matrix

4:15 - 4:30
Recap and day two preparation

This is the agenda for Day 2
Day 2 May 31, 2017 (Toronto) | October 13, 2017 (Vancouver)
8:00 – 8:30
Continental breakfast

8:30 - 10:00
Concurrent sessions

Group 1
Change management strategy

• The brain on change – what you need to know and how it will impact your message & the delivery
• Emotion vs logic – can’t use one without acknowledging the other
• Identifying the change and identifying the quick adaptors/ambassadors
• Managing expectations and Managing resistance (who are your ‘laggards’?)
• The other leaders: will your management team getting the right message out? How do your Board members feel about the strategy?

Group 2
What strategic changes are in order?

• The brain on change – what you need to know and how it will impact your message & the delivery
• Emotion vs logic – can’t use one without acknowledging the other
• Identifying the change and identifying the quick adaptors/ambassadors
• Managing expectations and Managing resistance (who are your ‘laggards’?)
• The other leaders: will your management team getting the right message out? How do your Board members feel about the strategy?

10:00 - 10:15
Break

10:15 - 11:45
Concurrent sessions – group switch

Group 1
What strategic changes are in order?

• Decisions around adding (or dropping) user segments or profiles
• Decisions around adding (or dropping) offerings
• Aligning revenue strategies
• Developing the right questions (including alignment)

Group 2
Change management strategy

• The brain on change – what you need to know and how it will impact your message & the delivery
• Emotion vs logic – can’t use one without acknowledging the other
• Identifying the change and identifying the quick adaptors/ambassadors
• Managing expectations and Managing resistance (who are your ‘laggards’?)
• The other leaders: will your management team getting the right message out? How do your Board members feel about the strategy?

11:45 - 12:45
Lunch

12:45 - 2:15
Concurrent sessions

Group 1
Team alignment and strategy

• Getting everyone on the bus
• Strategic Decision Making + implementation
• When should you have team input/consensus, and when not to? The science of collaboration.
• Delegation – who will do what and how can you make delegation successful?
• The neuroscience behind our decisions.

Group 2
Operationally speaking, what do you need to change for success?

• Understanding the link between operational soundness and strategic success
• Testing validity: do you have consistency and alignment?
• Assessing what issues remain to be resolved
• Prioritizing

2:15 - 2:30
Break

2:30 - 4:00
Concurrent sessions – group switch

Group 1
Operationally speaking, what do you need to change for success?

• Understanding the link between operational soundness and strategic success
• Testing validity: do you have consistency and alignment?
• Assessing what issues remain to be resolved
• Prioritizing

Group 2
Team alignment and strategy

• Getting everyone on the bus
• Strategic Decision Making + implementation
• When should you have team input/consensus, and when not to? The science of collaboration.
• Delegation – who will do what and how can you make delegation successful?
• The neuroscience behind our decisions.

4:00 - 4:30
Session review and next steps phase one complete

This is the agenda for Phase 2
Phase 2
This is the agenda for Day 3
Day 3 August 17, 2017 (Toronto) | November 23, 2017 (Vancouver)
8:00 – 8:30
Continental breakfast

8:30 - 9:00
Welcome back and re-orientation

9:05 - 10:35
Concurrent sessions

Group 1
Focusing on Internal Business Processes

• Understanding potential new processes in the pipeline
• Stakeholder management processes
• Internal operations excellence processes
• Beyond planning: execution

Group 2
Values as a foundation

• Leading through uncertainty – setting and communicating organizational goals while ensuring productivity during times of change/stress
• Using organizational values to underpin performance and communication
• Understanding peoples’ behaviours/motivators
• Translating values to actions to behaviours.

10:35 - 10:45
Break

10:45 - 12:15
Concurrent sessions – group switch

Group 1
Values as a foundation

• Leading through uncertainty – setting and communicating organizational goals while ensuring productivity during times of change/stress
• Using organizational values to underpin performance and communication
• Understanding peoples’ behaviours/motivators
• Translating values to actions to behaviours.

Group 2
Focusing on internal business processes

• Understanding potential new processes in the pipeline
• Stakeholder management processes
• Internal operations excellence processes
• Beyond planning: execution

12:15 - 1:15
Lunch

1:15 - 2:45
Concurrent sessions

Group 1
Learning, adapting and growing

• Assessing the human capital
• Assessing the information capital
• Assessing the organization capital
• Planning for changes in capital

Group 2
Performance and productivity

• Assessing the human capital
• Assessing the information capital
• Assessing the organization capital
• Planning for changes in capital

2:45 - 2:55
Break

2:55 - 4:25
Concurrent sessions – group switch

Group 1
Performance and productivity

• Behaviour modelling
• Changing behaviours
• What needs to change in order to succeed?
• Behavioural grid (start, stop, keep doing)
• Thought leadership in the performance management field.

Group 2
Learning, adapting and growing

• Assessing the human capital
• Assessing the information capital
• Assessing the organization capital
• Planning for changes in capital

4:25 - 4:35
Day 3 review

This is the agenda for Day 4
Day 4 August 18, 2017 (Toronto) | November 24, 2017 (Vancouver)
8:00 – 8:30
Continental breakfast

8:30 - 10:00
Concurrent sessions

Group 1
Leading through coaching

• Coaching skills and methods to help your stakeholders reach their goals

Group 2
Implementation: the oft-overlooked piece

• Understanding that implementation is the reason that most strategies fail
• Developing an implementation plan
• Assigning accountability
• Engaging staff for best ideas

10:00 - 10:05
Break

10:05 - 11:30
Concurrent sessions – group switch

Group 1
Implementation: the oft-overlooked piece

• Understanding that implementation is the reason that most strategies fail
• Developing an implementation plan
• Assigning accountability
• Engaging staff for best ideas

Group 2
Leading through coaching

• Coaching skills and methods to help your stakeholders reach their goals

11:30 - 12:30
Lunch

12:30 - 1:30
Concurrent sessions

Group 1
Communications plan

• The importance of getting the message right the first time. Slow it down. Have an actual communications plan.
• Check out all the possible angles/impact. Who will be your central communication hub, the communication “linch pin”? Internal communication first, then external. Means must match the message. Remember peoples’ learning styles.
• Do employees know what your mission/vision/mandate is? Have you clearly articulated the “why” behind this strategy/plan?

Group 2
Dynamic dashboarding: measuring and managing what counts

• Creating a balanced set of dashboard objectives
• Developing measures
• Completing the dashboard
• Communicating across the organization

1:30 - 1:35
Break

1:35 - 2:30
Concurrent sessions – group switch

Group 1
Dynamic dashboarding: measuring and managing what counts

• Creating a balanced set of dashboard objectives
• Developing measures
• Completing the dashboard
• Communicating across the organization

Group 2
Communications plan

• The importance of getting the message right the first time. Slow it down. Have an actual communications plan.
• Check out all the possible angles/impact. Who will be your central communication hub, the communication “linch pin”? Internal communication first, then external. Means must match the message. Remember peoples’ learning styles.
• Do employees know what your mission/vision/mandate is? Have you clearly articulated the “why” behind this strategy/plan?

2:45 - 4:15
Expert panel discussion

4:15 - 4:30
Wrap-up and next steps: Ensuring results happen